This study aimed to analyze the influence of Strategic Leadership and Organizational Learning, on Organizational Performance with Organizational Citizenship Behavior as an intervening variable in the Ministry of Government of Timor-Leste. Research will be conducted on the Director-General of all Government Ministries as many as 18 Ministries and using 40 people as respondents. Data analysis using Partial Least Square (PLS). The results of the study showed with the approach of Partial Least Square (PLS) that the model of Organizational Performance is fit based on the criteria of R2, Q2. Strategic Leadership, Organizational Learning, Organizational Citizenship Behavior and Organizational Performance is valid and reliable. Strategic Leadership, Organizational Learning, affect Organizational Citizenship Behavior. Strategic Leadership, Organizational Learning affects Organizational Performance. Organizational Citizenship Behavior affects Organizational Performance. Strategic Leadership with indicator the ability to cohesion and sense of belonging and visionary provides the dominant influence on Organizational Performance. Next, Organizational Citizenship Behavior with indicator Conscientiousness effect is not directly on the largest Organizational Learning to Organizational Performance.

This study aims to examine the influence of Entrepreneurship Orientation, Information Technology, Strategic Planning, to Business Performance and Competitive Advantage of micro and small entrepreneurs of food processing industry in North Sulawesi. In the case of the existence of micro and small entrepreneurs in this area, especially the processed food processing industry being studied, micro and small entrepreneurs are expected to build their ability to compete more and give quality value to the product. The logic of the model to be built in this study refers to how the Orientation of Entrepreneurship is formed in micro and small entrepreneurs of the food processing industry. Addition of information technology variables, as well as strategic planning is to see the development of business performance and competitive advantage of the respondents studied. The population of this research is food processing industry in North Sulawesi. Respondents are the owners who directly manage the company with a sample size of 132 respondents. Data collection was done by survey respondents, with data analysis using AMOS. The results showed that the Orientation of Entrepreneurship (X1), Information Technology (X2), Strategic Planning (X3) influenced the positive direction on Business Performance (Y1) and Competitive Excellence (Y2) of micro and small food industry. The use of Information Technology in micro and small entrepreneurs has become a reference factor in marketing their products to the online market. Several managerial suggestions were also submitted on the findings of the research findings.

Abstract:The concept of the Balance Scorecard is premised on the need for financial and non-financial indicators that enable a holistic measurement of performance of the organization. The food industry in Indonesia is experiencing positive and significant growth in their performance, however in terms of quality is still not satisfactory. Although performance measurement research has gain great interest, but the effectiveness of the Balance Score Card as a performance measurement tool for food industry SMEs in SurabayaIndonesia were not widely studied. This research objective was to determine the performance of food industry SMEs in Surabaya-Indonesia by using the Balance Scorecard as a performance measurement tool. This study was designed as a cross-sectional survey of the SMEs food industry in Surabaya-Indonesia. The population was 112 food industry SMEs in Surabaya from which 88 SMEs were used as a sample in this research. Primary data was collected using questionnaires which were administered to managers or owners in the firms. Data was analyzed using descriptive analysis and presented in tables. The study found that on average the respondents agree that they have good organizational performance. Organizational Performance based on Customers Perspective rated as the highest performance, followed by Learning and Growth Perspective; and Internal Business Process Perspective. The Financial Performance Perspective is rated relatively lower.

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Disruptions carried out by digital startups show a big role of technology-based competencies and  innovations. In fact, both are the results of organizational learning. This paper explores a conceptual framework that links organizational learning with performance through competency development and innovation in Indonesian digital startups. A combination of literature studies on organizational learning and some previous research compared with a number of factual conditions of digital startups in Indonesia, resulting in intended conceptual framework. The authors managed to place technology as a prominent element in each of the proposed variables forming a conceptual framework that links organizational learning with digital startup performance. This conceptual study does not compare the concepts of organizational learning and individual learning in digital startups. Supporting facts used in this study are multi-sector digital startups. So this conceptual framework could be different if applied to specific sectors. Conceptually, organizational learning has the potential to significantly influence the competency development and innovation in Indonesian digital startups.